Transformation Consultants

Independent practice serving clients in SAC-P and AI-enabled FP&A transformation, including financial model development for PE firm engagements, data cleansing with PowerQuery, workflow automation Claude Cowork, SAC-P scoping task-based assignments (Micro1.ai & Mercor.ai), and SAP partner network development.

• 2026 – Completed significant upgrade training for Positioning Business AI and SAP Cloud ALM Workshop (In-Person). Live Demos • SAC-P & Excel-Based Reports • Claude Partner • SAP Partner#: 1961209 (OE – Build)
• Fall 2026 – New effort to re-train/update past FI/CO, SAP BPC, SAP Platform to S/4 Finance & Core G/L Accounting
• 2026 – Upskilling for Transformation Toolchain. In-Person Workshops: Cloud ALM & SAP BTP • Joule Demo(s)
• 2025 – FP&A processes • Datasphere & Business Data Cloud • Team Workshops for AI • Toolchain & SAP Cloud ALM
• 2024 – Built key credentials on Deloitte S4 Experience • Group Reporting and SAC-P

Engaged by one of Switzerland’s largest insurance groups for spanish SAP rollout following the acquisition of Caser (Spain), for ongoing support and S/4HANA transformation initiatives covering all Market Units (CH, ES, DE, AT, FR, IT).

Key areas: FI-AP, FI-AR, Payments, Bank Accounting, Cash Management, S/4HANA transformation, eInvoicing, eReporting, Business Partner

• SAP Rollout: Led end-to-end FI-AP, FI-AR, Payments, and Bank Reconciliation rollout for acquired Caser entities in Spain (Dec 2020 – Mar 2022), including full Spanish localisation.
• Integration with FSCD: Redesigned bank statement incoming payments integration in FSCD from custom to SAP standard solution, significantly increasing straight-through processing rates.
• Payments: Retired legacy custom payment trees; implemented SAP standard CGI payment trees and executed migration from ISO 20022 v2009 to v2019.
• Implemented a 1 GL account per House Bank (HBKID) concept with multiple Bank Account IDs (HKTID), reducing the total number of bank GL accounts by over 90%.
• Spanish localization: Configured and deployed Mod 180, 190, 347, 349 and SII Reporting for Spain mainland and Canary Islands using SAP eDocument (DRC) and SAP BTP Webservice, processing 2 million invoices annually, Spanish Direct & Indirect Method Cash Flow Statements (Insurance & Non-Insurance) fully reconciled
• Migration: Used SAP AIF to migrate AR/AP master data, open items, SEPA mandates, and complete GL documents for multiple company code merges (hundreds of thousands of records); leveraged Power BI/Power Query for data transformation.
• Bank Reconciliation: Achieved 60%+ automatic bank reconciliation across MU ES, CH, and DE using CSB43, MT940, and CAMT.053/054 formats, including custom improvements (tax-number-based customer/vendor matching, fuzzy search), and co-implemented the bank statement interface cockpit in SAP AIF. Integrated MX Camt from Swift Finplus and made transition from ISO20022 v2009 to v2019
• Worked on S/4HANA convergence and wrote concept work for SAP Cash Management & Treasury and eInvoicing/eReporting transformation.
• Currently leading the design for Business Partner Migration using SAP DRF and SAP AIF for Helvetia Baloise Integration Project and Harmonization of all BP interfaces.
• Currently leading Requirements Engineering for eInvoicing & eReporting for Italy, France and Spain, modelling Flows in SAP Signavio.

• Project management and consulting services with a focus on IT interim management: digitalization of corporate management, including processes and applications
• Assessment of the entire IT infrastructure, including applications, core processes and contracts, including cost optimization
• Evaluation and implementation of solutions to promote digitalization in the company in the areas of property management, CRM, invoice review and approval processes, smart metering, DMS and time tracking
• Digitization of file folders and introduction of SharePoint and Microsoft Teams as central document and communication platforms
• Design and delivery of an AI workshop, including the rollout of AI tools to increase efficiency and transparency in key business processes
• Preparation of training materials and delivery of user training for newly introduced digital processes and solutions

• Shape strategies, transformation and organizational effectiveness initiatives by turning leadership and execution challenges into clear decision paths, governance structures and actionable workstreams.
• Develop executive-oriented approaches to strengthen alignment, decision ownership and transformation readiness.
• Align stakeholders, clarify priorities and strengthen execution across organizational boundaries in project contexts.

• Established and lead STOEV Enterprises as an independent management and strategic advisory firm
• Advisory focus on transformation, governance, organizational development, program management and interim management
• Structuring complex situations and developing clear decision-making foundations for management and leadership bodies
• Developing and further enhancing governance, organizational and operating models
• Executive sparring and management advisory on strategic, organizational and operational issues
• Managing and supporting complex transformation, change and implementation initiatives
• Supporting program and portfolio management, prioritization, roadmaps, risks, dependencies and management reporting
• Taking on interim management and leadership responsibilities to stabilize and further develop organizations and initiatives
• Combining a strategic management perspective with a pragmatic, execution-focused approach
• Focus on customer orientation, service excellence and alignment between management, business units, IT, customers and external partners
• Advisory services in IT transformation, IT governance, service & operations management, infrastructure and platform services, as well as sourcing and supplier governance
• Experience in complex, technology-driven and regulated organizations, as well as in the Swiss federal environment

• Managed the integrated SAP S/4HANA delivery plan for 12 BTS workstreams, including milestone, dependency, and governance management.
• Coordinated end-to-end delivery across Business, IT, and Operations, focusing on execution, readiness, and issue resolution.
• Responsible for RAID, test, cutover, and deployment management to ensure a successful go-live.
• Implemented KPI tracking, status reporting, and PMO governance to provide transparent management of performance, risks, and escalations.

• Project lead for the introduction of an AI-supported email automation system for a logistics service provider
• Requirements analysis, stakeholder coordination, consulting, implementation support

• Strategic consulting: End-to-end optimization of SCM, processes, and structures based on 30 years of industry experience.
• Interim management: Leadership responsibility to bridge vacancies and stabilize teams during transformations.
• Transformation & Assets: Support for restructurings, asset utilization & brokerage (surplus assets), and digitalization (SAP S/4HANA).

• Introduction of a new digital product to the Chinese market as part of a global growth strategy.

• Point of contact and coordinating interface between central product management, local Chinese teams and international stakeholders.

• Management of the entire program to coordinate complex digital projects.

• Successful market launch of a digital product in China (including successful certification for the Chinese market).

• Balancing local requirements with global priorities while taking tax and regulatory requirements into account.

• Introduction of a new way of working to improve collaboration and coordination across locations.

• Development and implementation of a scaling strategy for the digital business model in China.

• Use of Jira, Confluence, Miro, Scrum, agile working, SAFe.

• Project language: English.

• Migrating from VMware to OpenShift Virtualization, 40+ workstreams / projects in parallel (Small- to Medium Sized VM Operators / Critical Factory Workload Owners / Large-Scale Data Center Operators)

Strategy needs rhythm. Continuous strategic guidance for industrial & technology leaders — turning strategic priorities into real progress.

Selected Impact:

• EV infrastructure rollout strategy — hypothesis-driven business & monetization model launched, > €80M cost savings, 30+ stakeholders engaged. Wolfsburg, DE
• Interim project lead, 200 HC — site alignment & new working model; +15% efficiency via faster decisions and reduced R&D spend. Frankfurt / Switzerland / Turin / USA / UK
• Automotive Updateability Framework — strategic, use-case-driven concept aligned across 10 brands and ~50 management stakeholders in 30+ workshops. Berlin / Munich, DE
• AI-readiness for R&D & SME transformation — benchmarked AI solutions, RACI & agile sales process, target operating model with top-management alignment. Berlin / Stuttgart, DE

Process architect and transformation driver for company-wide excellence initiatives (covering a vacancy) Establishment and management of a company-wide process and governance framework to strengthen structure, leadership and effectiveness in an internationally growing family-owned company. Responsibility for the global process house, end-to-end governance, process role architecture and further development of the integrated management system – including international implementation (Romania, USA).

Scope:

• Management of the Business Excellence department with 6 employees and functional leadership of 20+ Process Owners
• Establishment of a global process operating system (architecture, roles, governance, global-local logic)
• Development of a group-wide control and KPI system for processes (transparency, KPIs, maturity)
• Introduction of mechanisms to ensure effectiveness in day-to-day operations (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and USA (mandates, roles, decision logic)
• Stabilization and further development of the integrated management system (IMS)

Sustainable Results:

• Global process operating system established - Structure, roles, governance and global-local rules defined as a binding framework and anchored in the management system — the basis for consistent management and scalability.
• End-to-end process ownership strengthened - Process Owner roles globally defined, qualified and anchored in Communities of Practice — clear ownership structures across all sites for the first time.
• KPI and process management logic established - Uniform KPI system, maturity model and reporting principles developed — the basis for fact-based decisions, prioritization and transparency throughout the company.
• Effectiveness in day-to-day operations increased - Enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — the process system is applied in daily work and continuously improved.
• Governance framework for new site implemented - Mandates, roles, decision paths and escalation logic for the new production site in Romania developed — clear structure for setup, management and integration.

Executive advisory for healthcare organizations focused on enterprise transformation, healthcare modernization, digital health strategy, AI strategy, enterprise ICT transformation and strategic EHR modernization.

• Advise healthcare organizations in Switzerland, Germany and Belgium on EHR strategy, enterprise transformation, digital health, AI and target operating models.
• Lead EHR platform selection and evaluation as well as RFI/RFP processes; define governance, vendor-assessment and decision methodologies.
• Develop EHR feasibility studies, transformation roadmaps, executive business cases, cost-benefit analyses and value-realization assessments.
• Assess Epic and alternative EHR platforms for strategic fit, operational excellence, AI enablement, interoperability, governance and long-term value.
• Design AI strategy scenarios and governance models and facilitate executive workshops on AI, data governance, operational excellence and future healthcare operating models.